PRINCE2 Theme Slides 1 Key places in the book (Principles and - - PDF document

▶
prince2 theme slides
SMART_READER_LITE
LIVE PREVIEW

PRINCE2 Theme Slides 1 Key places in the book (Principles and - - PDF document

Aug 11, 2023 244 likes •580 views

02/02/2020 PRINCE2 Theme Slides 1 Key places in the book (Principles and Themes) Topic Key Places Responsibility **** If the questions is about a Management Product, see APPENDIX A **** Table Principles Chapter 3 Business Case Appendix A

slide-1
SLIDE 1

02/02/2020 1

PRINCE2 Theme Slides

Key places in the book (Principles and Themes)

Topic Key Places **** If the questions is about a Management Product, see APPENDIX A **** Responsibility Table

Principles Chapter 3 Business Case Appendix A (page 294) Page 52 Organisation Org structure page 63 Role descriptions Appendix C Page 68 Quality Audit trail to quality page 81 Example Quality Register page 87 Page 83 Plans Procedure for plans page 102 Example product-based Appendix D NOTE: All levels of plans are listed under ‘Plans’ (page 313) in Appendix A Page 101 Risk Procedure page 123 Responses page 132 Page 122 Change Procedure page 144 Responses page 146 Page 141 Progress Types of tolerance page 149 Who sets tolerances page 150 Page 154

1 2

slide-2
SLIDE 2

02/02/2020 2

BUSINESS CASE

BUSINESS CASE – APPENDIX A (Page 294) Executive Summary Reasons –1 Fix a problem 2 Take advantage of an opportunity Business Option (minimum of 3) do nothing, do minimal, do something RECOMMENDED OPTION: Benefits:

  • B1 – measurable improvement resulting from an outcome
  • B2 – measurable improvement resulting from an outcome
  • B3 – measurable improvement resulting from an outcome

Dis-benefits (negative consequences) Timescales – TWO: Project time AND Benefits time Costs – TWO: Project costs AND Ops & maintenance costs AND THEIR FUNDING ARRANGEMENTS (Where is this money coming from?????) Investment Appraisal (cost–benefit–risk analysis – e.g., ROI, NPV, IRR, ARR, EMV, etc) Major risks (Threats and Opportunities) 3 4

slide-3
SLIDE 3

02/02/2020 3

Benefits Management Approach B1 --- DATE(s) --- step by step instructions

  • n how to manage and how to measure

B2 --- DATE(s) --- step by step instructions

  • n how to manage and how to measure

B3--- DATE(s) --- step by step instructions

  • n how to manage and how to measure

BUSINESS CASE – APPENDIX A (Page 294) Executive Summary Reasons –1 Fix a problem 2 Take advantage of an opportunity Business Option (minimum of 3) do nothing, do minimal, do something RECOMMENDED OPTION: Benefits:

  • B1 – measurable improvement resulting from an outcome
  • B2 – measurable improvement resulting from an outcome
  • B3 – measurable improvement resulting from an outcome

Dis-benefits (negative consequences) Timescales – TWO: Project time AND Benefits time Costs – TWO: Project costs AND Ops & maintenance costs AND THEIR FUNDING ARRANGEMENTS (Where is this money coming from?????) Investment Appraisal (cost–benefit–risk analysis – e.g., ROI, NPV, IRR, ARR, EMV, etc) Major risks (Threats and Opportunities)

Organisation: Agile projects: Customer / Supplier: Programme: Corporate standards Business Case (content and format) Programme Business Case has most of the justification information Project Business Case Reduced in content Customer Business Case Supplier Business Case Agile Business Case Best case BC (all scope is delivered) Expected BC Worst case BC (only must haves are delivered) *Incremental delivery means early benefits! Tailoring Business Case

5 6

slide-4
SLIDE 4

02/02/2020 4

ORGANISATION

Organisation Structure – page 63 Project Board Senior User(s) User Interests Usability Executive (1) Business Interests Value for money Senior Supplier(s) Supplier Interests Viability Project Assurance User Assurance Business Assurance Supplier Assurance Project Manager (1) Day-to-day management Project Support Administrative help Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Change Authority

7 8

slide-5
SLIDE 5

02/02/2020 5

Organisation Theme

Communication Management Approach HOW WILL THIS PROJECT TEAM MANAGE COMMUNICATIONS? For example:

  • STAKEHOLDER IDENTIFICATION
  • STAKEHOLDER ANALYSIS
  • Communication needs of each Stakeholder
  • Frequency of Communication Management

activities

  • Who is responsible for helping with

Communication Management activities (roles and responsibilities)

Project Board Senior User(s) User Interests Usability Executive (1) Business Interests Value for money Senior Supplier(s) Supplier Interests Viability Project Assurance User Assurance Business Assurance Supplier Assurance Project Manager (1) Day-to-day management Project Support Administrative help Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Change Authority

Role Descriptions Organisation: Agile projects: Customer / Supplier: Programme: Tailoring Organisation Clear reporting lines to corporate structures; more

  • verlap between

business and supplier when projects are done by internal suppliers

Project Board Senior User(s) User Interests Usability Executive (1) Business Interests Value for money Senior Supplier(s) Supplier Interests Viability Project Assurance User Assurance Business Assurance Supplier Assurance Project Manager (1) Day-to-day management Project Support Administrative help Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Change Authority Project Board Senior User(s) User Interests Usability Executive (1) Business Interests Value for money Senior Supplier(s) Supplier Interests Viability Project Assurance User Assurance Business Assurance Supplier Assurance Project Manager (1) Day-to-day management Project Support Administrative help Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Change Authority Project Board Senior User(s) User Interests Usability Executive (1) Business Interests Value for money Senior Supplier(s) Supplier Interests Viability Project Assurance User Assurance Business Assurance Supplier Assurance Project Manager (1) Day-to-day management Project Support Administrative help Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Change Authority

Possible role overlap: Programme Manager = Executive BCM = Senior User PMO = Project Assurance / Project Support

Project Board Senior User(s) User Interests Usability Executive (1) Business Interests Value for money Senior Supplier(s) Supplier Interests Viability Project Assurance User Assurance Business Assurance Supplier Assurance Project Manager (1) Day-to-day management Project Support Administrative help Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Team Manager (Specialist) May be internal or external Change Authority

Team Managers may be Project Managers at the Supplier site. Contracts Managers can represent multiple external suppliers Additional delivery roles are required for Agile projects Delivery teams are more empowered Different relation required with Change Authority

9 10

slide-6
SLIDE 6

02/02/2020 6

QUALITY

Project Product Description CQEs Acceptance Criteria

Audit trail to Quality – page 81 Project Level WHAT

11 12

slide-7
SLIDE 7

02/02/2020 7

Project Product Description CQEs Acceptance Criteria Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW

Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) WHAT Stage Level Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description

Project Product Description CQEs Acceptance Criteria 13 14

slide-8
SLIDE 8

02/02/2020 8

Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) WHAT Stage Level Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER,

Project Product Description CQEs Acceptance Criteria

Per product, decide who will be the PRODUCER: Based on the Development Skills required, who will produce (or create) the product?

Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) WHAT Stage Level Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER

Project Product Description CQEs Acceptance Criteria

Per product, decide who will be the REVIEWER: Based on the Quality Skills Required, who will review (or test) the product? The REVIEWER cannot be the PRODUCER.

15 16

slide-9
SLIDE 9

02/02/2020 9

Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) WHAT Stage Level Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER

Project Product Description CQEs Acceptance Criteria

Per product, decide who will be the APPROVER: Who will have the authority to approve (or sign

  • ff) the product?

Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) WHAT Stage Level Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria

Project Product Description CQEs Acceptance Criteria

For this product, what are the measurable Quality Criteria that it must have in order to be considered a good product?

17 18

slide-10
SLIDE 10

02/02/2020 10

Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) WHAT Stage Level Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances

Project Product Description CQEs Acceptance Criteria

For each Quality Criteria, determine if there is any Quality Tolerance (or permissible leeway), if any?

Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) WHAT Stage Level Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test)

Project Product Description CQEs Acceptance Criteria

For each Quality Criteria, determine how the product will be tested (Quality Method) to ensure that it meets the requirements?

19 20

slide-11
SLIDE 11

02/02/2020 11

Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) WHAT Stage Level Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets)

Project Product Description CQEs Acceptance Criteria

For each Quality Method (type of test), determine what skill sets the Reviewer(s) or tester(s) must have (Quality Skills) in order to run the tests?

Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) WHAT Stage Plan Stage Level Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) HOW

Project Product Description CQEs Acceptance Criteria Plan to do the work using the right resources with the right skills sets to create the right products. 21 22

slide-12
SLIDE 12

02/02/2020 12

Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) WHAT Stage Plan X2 X5 X3 X4 X1 Stage Level Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) HOW

Project Product Description CQEs Acceptance Criteria Plan to test all the work by using the right resources with the right skills sets to test the right products. Quality Management Approach Standards: Industry standards AND Company standards

Audit trail to Quality – page 81 Project Level WHAT HOW Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) WHAT Stage Plan X2 X5 X3 X4 X1 Quality Register: X1 --------Actual___ X2 --------Actual___ X3 --------Actual___ X4 --------Actual___ X5 --------Actual___ Stage Level Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) Product Description PRODUCER, REVIEWER, APPROVER Quality Criteria Quality Tolerances Quality Method (how to test) Quality Skills (Reviewer skill sets) HOW

Project Product Description CQEs Acceptance Criteria 23 24

slide-13
SLIDE 13

02/02/2020 13

Project Product Description CQEs Acceptance Criteria Quality Management Approach Standards: Industry standards AND Company standards Audit trail to Quality – page 81 Project Level WHAT HOW Stage Level Product Description Stage Plan X2 X5 X3 X4 X1 Quality Register:

X1 --------Actual___ X2 --------Actual___ X3 --------Actual___ X4 --------Actual___ X5 --------Actual___

HOW Product Description Product Description Product Description Product Description Product Description WHAT

Managing Product Delivery

Product Level Project Product Description CQEs Acceptance Criteria Quality Management Approach Standards: Industry standards AND Company standards Audit trail to Quality – page 81 Project Level WHAT HOW Stage Level Product Description Stage Plan X2 X5 X3 X4 X1 Quality Register:

X1 -------Actual PASS X2 --------Actual___ X3 --------Actual___ X4 --------Actual___ X5 --------Actual___

HOW Product Description Product Description Product Description Product Description Product Description WHAT

Managing Product Delivery

  • Create PRODUCT as described in the PRODUCT DESCRIPTION (WHAT)
  • Follow instructions (HOW) as defined (and agreed) in the Work Package
  • >>Reviewers test PRODUCT against PRODUCT DESCRIPTION<<
  • Update Quality Register with results

Product Level

25 26

slide-14
SLIDE 14

02/02/2020 14

Project Product Description CQEs Acceptance Criteria Quality Management Approach Standards: Industry standards AND Company standards Audit trail to Quality – page 81 Project Level WHAT HOW Stage Level Product Description Stage Plan X2 X5 X3 X4 X1 Quality Register:

X1 -------Actual PASS X2 --------Actual___ X3 --------Actual___ X4 --------Actual___ X5 --------Actual___

HOW Product Description Product Description Product Description Product Description Product Description WHAT

Managing Product Delivery

  • Create PRODUCT as described in the PRODUCT DESCRIPTION (WHAT)
  • Follow instructions (HOW) as defined (and agreed) in the Work Package
  • >>Reviewers test PRODUCT against PRODUCT DESCRIPTION<<
  • Update Quality Register with results

Product Level

Quality Planning Quality Control

Quality Management Approach HOW WILL THIS PROJECT TEAM ON THIS PROJECT MANAGE QUALITY? For example:

  • STANDARDS
  • Industry Standards
  • Company Standards
  • Frequency of Quality Management activities
  • Who is responsible for helping with Quality

Management activities (roles and responsibilities) Quality Register Product – Test – Target Date – Actual Date– Result 1xxx – Inspection – xx/xxxx – yy/yyyy - Pass 2xxx – Inspection – xx/xxxx – yy/yyyy - Pass 3xxx – Inspection – xx/xxxx –

Quality

27 28

slide-15
SLIDE 15

02/02/2020 15

Organisation: Agile projects: Customer / Supplier: Programme: Tailoring Quality Quality Management Approach Project Quality Management Approach Programme Quality Management Strategy Quality Management Approach Supplier standards Are there any duplications? Are there any contradictions? Between Customer and Supplier standards Quality Management Approach for Agile projects:

  • Increased frequency of testing may impact Quality

(+/-)

  • Increased frequency of deployment may impact

Quality (+/-) UNDERSTAND HOW THIS WILL BE ADDRESSED DURING THE PROJECT Industry standards Corporate standards

3 Levels of PLANS

29 30

slide-16
SLIDE 16

02/02/2020 16

Project Plan

Stage 2 Stage 3 Stage 4 Stage 5

Project Plan

Stage 2 Stage 3 Stage 4 Stage 5 Stage Plan X2 X5 X3 X4 X1

31 32

slide-17
SLIDE 17

02/02/2020 17 Project Plan

Stage 2 Stage 3 Stage 4 Stage 5 Stage Plan X2 X5 X3 X4 X1

Work Package

Optional, but still recommended

Team Plan

X1

PLANS procedure PRACTITIONER

33 34

slide-18
SLIDE 18

02/02/2020 18

Designing the plan (pre-requisite) Define & analyse products Identify activities and dependencies Prepare estimates Schedule Document the plan

  • Format - Tool - Stages - Estimating methodSSSSS

Use estimating methods to come up with TIME and COST estimates PAGE 113: Add ‘narrative’ to explain the plan, any constraints on it, assumptions, risks, risk responses, monitor and control (Reports), tolerances, etc. For full info: APPENDIX A Page 313 Approach to Plans – page 102 See page 106

Project Product Description

Product Descriptions Project Product Description Prod 1 Prod 3 Prod 2 Prod 4

1 3 2 Project 4

Product Descriptions Product Descriptions Product Descriptions

Activities and activity dependencies to CREATE the products AND to TEST the products Schedule activities over time with a start and end date Analysing risks to a plan

PRODUCT BASED PLANNING

35 36

slide-19
SLIDE 19

02/02/2020 19

Project Product Description (DEAD) Project Product Description: Customer Quality Expectations (measurable) Acceptance Criteria Product Breakdown Structure (BIRDS) *could be a list Product Descriptions (DON’T) Product Flow Diagram (FLY) *OPTIONAL Product Description: Quality Criteria Project Product Description Prod 1 Prod 3 Prod 2 Prod 4 = internal product (inside scope) project budget will pay for this product = external product (outside scope) project budget will NOT pay for this product Product Description: Quality Criteria Product Description: Quality Criteria Product Description: Quality Criteria 1 3 2 Project 4 Used for all three levels of plan For Project Plan ONLY AKA: hierarchy of products AKA: product to product dependencies Designing the plan (pre-requisite) Define & analyse products Identify activities and dependencies Prepare estimates Schedule Document the plan

  • Format - Tool - Stages - Estimating methodSSSSS

Approach to Plans – page 102

Project Product Description

Product Descriptions Project Product Description Prod 1 Prod 3 Prod 2 Prod 4

1 3 2 Project 4

Product Descriptions Product Descriptions Product Descriptions

See page 106 Analysing risks to a plan

37 38

slide-20
SLIDE 20

02/02/2020 20

Product based planning example

Project Product Description (DEAD)

Project Product Description Betty Crocker Devil Food Chocolate Cake Dark, rich, decadent (CQEs) Serves 8, Chocolate cake (Acceptance Criteria)

For Project Plan ONLY

39 40

slide-21
SLIDE 21

02/02/2020 21

Product Breakdown Structure (BIRDS) *could be a list

Betty Crocker Devil Food Chocolate Cake

2 Eggs Vegetable Oil Cake mix Water = internal product (inside scope) project budget will pay for this product = external product (outside scope) project budget will NOT pay for this product AKA: hierarchy of products Cake ‘state’ Grouping Icing Ingredients Grouping Baked Cake Cooled Cake Batter Product Descriptions (DON’T)

2 Eggs = 2 medium free range eggs Water = 150 ml Water Vegetable Oil = 90 ml Vegetable Oil Cake Mix = 1 box of Betty Crocker Cake Mix Icing = 1 tub Betty Crocker Fudge Icing Batter = mixed cake ingredients Baked Cake = Batter baked at 200 for 30 minutes Cooled Cake = Baked Cake that has cooled to room temperature

41 42

slide-22
SLIDE 22

02/02/2020 22

Product Flow Diagram (FLY) *OPTIONAL

2 Eggs Betty Crocker Devil Food Chocolate Cake

AKA: product to product dependencies

Cake mix Veg Oil Water Icing Batter Baked Cake Cooled Cake

PLAN example

43 44

slide-23
SLIDE 23

02/02/2020 23

Analysing risks to a plan Designing the plan (pre-requisite)

  • -- Gantt chart --- MS project ---2 stages –- top down & bottom up estimating techniques

Define & analyse products Project Product Description --- CQE: Fully functional website Acceptance Criteria: Shopping Cart functionality Identify activities and dependencies

  • 1. Take picture of CEO, 2. write about us text and 3. draw graph (no dependencies)
  • 4. Put together Draft 1
  • 5. Review Draft 1
  • 6. Edit based on feedback and create Draft 2
  • 7. Review Draft 2
  • 8. Sign-off

Product Breakdown Structure (LIST) [[[AKA hierarchy of products]]]

  • -- Home page, Shopping Cart, Server, product pages

Product Flow Diagram (optional) [[[AKA product to product dependencies]]]

  • -- not required for this project

Activity – to – Activity dependencies Product Descriptions HOME PAGE: Quality Criteria: - picture of CEO [jpeg], text about us [ in English], graph [green]

Using HOME PAGE as example

Analysing risks to a plan Prepare estimates Time 3 days Cost £5000 Schedule Document the plan Narrative to explain: Constraints: all work must be done within normal working hours Assumptions: CEO will be available for the photo Risks: The camera may not work Risk Response: Contingent plan – use iphone camera Etc….see page 113 for more information…

3 days

Using HOME PAGE as example

SEE PAGE 313 in Appendix A for all information

45 46

slide-24
SLIDE 24

02/02/2020 24

Project Product Description CQEs Acceptance Criteria Project Plan Project Product Description Prod 1 Prod 3 Prod 2 Prod 4 Product Descriptions Project Product Description Product Breakdown Structure (could be a LIST) Product Descriptions Stage Plan X2 X5 X3 X4 X1 Schedule PLUS narrative that explains the plan See page 313 Schedule PLUS narrative that explains the plan See page 313 Organisation: Agile projects: Customer / Supplier: Programme: Tailoring Plans Corporate guidance about plans Number of stages, length

  • f stages and

format of plans Programme Plan will influence individual project plans Programme Plan

Project Plans

Customer Plan Supplier Plan Supplier plans maybe protected. Understand Customer rights of inspection and audit. Stages can be linked to milestones and supplier payments Agile plans tend to be more informal. Usually on a white board To do In progress Testing Done

47 48

slide-25
SLIDE 25

02/02/2020 25

RISK

Risk Management procedure – page 123

  • 1. Identify

CONTEXT Risk Appetite Project Objectives RISK REGISTER Cause – Event – Effect

  • 2. Assess

ESTIMATE Probability & Impact (size) Proximity (how soon in time) EVALUATE Net Effect (page 130)

  • 3. Plan (Page 132)

Threats: Avoid Reduce Transfer Share Accept Contingent plan Opportunities: Exploit Enhance Transfer Share Accept Contingent plan

  • 4. Implement

RISK OWNER Responsible to manage RISK ACTIONEE Does the mitigating activity/ies selected

  • 5. Communicate

49 50

slide-26
SLIDE 26

02/02/2020 26

Risk Management procedure – page 123

Risk Management Approach HOW WILL THIS PROJECT TEAM MANAGE RISKS? For example:

  • Risk Management procedure (PRINCE2 or

something else?)

  • Frequency of Risk Management activities
  • Who is responsible for helping with Risk

Management activities (roles and responsibilities)

  • Risk Budget?
  • Consistent scales for Probability and Impact

Risk Register

Risk – Status – Probility/Impact – prox – response – owner/actionee 1xxx- open – high/low – this stage – avoid—Sarah/Bob 2xxx- open – med/med ---next stage – reduce- Raj/Bob 3xxx- open – high/med ---this stage – transfer – Bob/Sarah

Organisation: Agile projects: Customer / Supplier: Programme: Tailoring Risk Corporate guidance / Corporate Risk Management Strategy Risk Management Approach Project Risk Management Approach Programme Risk Management Strategy Customer Risk Register Potentially Supplier Risk Register Some risks are

  • nly unique to
  • ne party.

If joint risk register, owners appointed appropriately To do In progress Testing Done

Risks tend to be captured on the team board and managed

  • n the spot (vs. weekly or periodically).

51 52

slide-27
SLIDE 27

02/02/2020 27

CHANGE

Capture Write it down Implement Take corrective action AND Update documentation Decide Assess Impact analysis Check severity/priority Issue and Change Control procedure – page 144 Project Board / Change Authority Request for change [CHANGE AUTHORITY] Off-specification OUTSIDE Stage Tolerance [PROJECT BOARD] Off-specification INSIDE Stage Tolerance [PROJECT MANAGER] Problem/Concern OUTSIDE Stage Tolerance [PROJECT BOARD] Problem/Concern INSIDE Stage Tolerance [PROJECT MANAGER] Formal Issues -> Issue Register Informal Issues -> Daily Log Ask for advice Optional: Configuration Management Propose Options analysis Recommend best

  • ne (page 145)

53 54

slide-28
SLIDE 28

02/02/2020 28

Configuration Management - OPTIONAL

1 2 3 4 5 6

This puzzle is made up of 6 pieces / This project is made up of 6 products

Configuration Management - OPTIONAL 1 2 3 4 5 6

Item Version Status Related Items

CIR →

1 2.0 Approved 2, 4, 5

CIR →

2 1.0 Approved 1, 3, 4, 5, 6

CIR →

3 .097 In-development 2, 5, 6

CIR →

4 .033 In-development 1, 2, 5

CIR →

5

  • Not started

1, 2, 3, 4, 6

CIR →

6

  • Not started

2, 3, 5

55 56

slide-29
SLIDE 29

02/02/2020 29

Configuration Management - OPTIONAL

Item Version Status Related Items

CIR →

1 2.0 Approved 2, 4, 5

CIR →

2 1.0 Approved 1, 3, 4, 5, 6

CIR →

3 .097 In-development 2, 5, 6

CIR →

4 .033 In-development 1, 2, 5

CIR →

5

  • Not started

1, 2, 3, 4, 6

CIR →

6

  • Not started

2, 3, 5

Report of ALL the CIRs = Product Status Account 6 items 6 separate CIRs

Change

Change Control Approach HOW WILL THIS PROJECT TEAM ON THIS PROJECT CONTROL CHANGE AND ISSUES? For example:

  • Change Control procedure (PRINCE2 or

something else?)

  • Frequency of Change Control activities
  • Who is responsible for helping with Change

Control activities (roles and responsibilities)

  • WHO IS CHANGE AUTHORITY AND HOW MUCH

CHANGE BUDGET IS AVAILABLE FOR THIS PROJECT? Issue Register

Issue– Impact – Options – Decision – Status 1xxx- Medium – fix 50%– Change Auth YES– Closed 2xxx- High – fix 75%---Proj Board YES – Open 3xxx- Low – do nothing---Project Mgr YES – Closed

IF USED: CIRs Item – Version – Status – related items 1

  • 2.0 -

Approved – 2,3 2 - 2.0 - Approved – 1,3 57 58

slide-30
SLIDE 30

02/02/2020 30

Organisation: Agile projects: Customer / Supplier: Programme: Tailoring Change Corporate guidance -- Can Issues and Changes be captured in one register or do they need to be separated Change Control Approach Project Change Control Approach Programme Issue and Change Control Strategy Agile projects are more flexible, but will need more reviews of changes to match the frequent delivery releases. Product Descriptions will need to allow for flexibility with changes while still clearly defining the product purpose. Contract with Supplier: May need to define Change Control procedures and processes

PROGRESS

59 60

slide-31
SLIDE 31

02/02/2020 31

Progress – Types of Tolerance – page 149

Time Tolerance Target (+/-) 3 years (+2 months / -1 month) Cost Tolerance Target (+/-) £50K (+10% / -5%) Quality Tolerance Target (+/-) 4* standard (+1*/-1*) Benefit Tolerance Target (+/-) 10% increase in sales (+4%/-2%) Risk Tolerance DIFFERENT: When do you need to escalate to the Project Board? Dotted line on page 130 Or specific type of risk (eg. Reputational) Scope Tolerance DIFFERENT: Permission to drop low priority products without having to escalate (via issue or exception) MoSCoW: Must Haves Should Haves Could Haves Won’t Haves this time

Progress – Scope Tolerance and MoSCoW

Must haves – products that are business critical. Without these, the project is no longer viable. Should haves – important, but if they are missing, there is a viable workaround in Business as Usual (BAU). Could haves – AKA ‘nice to haves’. They are wanted, but not

  • important. Lowest priority.

Won’t haves this time – Out of scope for this project, but they might be included in future projects.

61 62

slide-32
SLIDE 32

02/02/2020 32

Progress

PID Controls Section: Summarises the project-level controls such as management stage boundaries, agree tolerances, monitoring and reporting (INCLUDING THE FREQUENCY OF HIGHLIGHT REPORTS!)

Organisation: Agile projects: Customer / Supplier: Programme: Tailoring Progress Understand and align project Stage Boundaries to key corporate dates such as Annual funding or Audits, etc. Annual audit Annual funding Programme guidance PID

  • CONTROLS SECTION

Agile projects track progress by the number of products completed. This provides better informed estimates for future work based on speed of progress completed in the past. There is a mention in the Plans Theme tailoring section that you can attach payments to end stage assessments – that could be a way to monitor external suppliers…

63 64